Download - Value Proposition for Inclusive Leadership

TheBusiness

of Inclusion

InclLeader 1.0June 2001

Freddie Alves

Freddie Alves

The Value PropositionThe Value Propositionforfor

Inclusive LeadershipInclusive Leadership

The Value PropositionThe Value Propositionforfor

Inclusive LeadershipInclusive Leadership

TheBusiness

of Inclusion

Freddie Alves

What is Inclusion, Why does it Matter?What is Inclusion, Why does it Matter?What is Inclusion, Why does it Matter?What is Inclusion, Why does it Matter?• Inclusion enables performance and growth.• Inclusion is about managing how personal, cultural and

organizational differences (Diversity) impact organisations. • Differences can create both advantages and barriers. • Therefore, in pursuing Inclusion we:

• Rigorously assess the real or potential impact of differences (diversity) on the performance of particular businesses or people.

• Intentionally seek, use and sustain those differences which can help us achieve our mission.

• Assess and remove any barriers to performance and opportunity that differences create.

• Inclusive leaders think strategically about differences. They act to optimise their impact, creating opportunities for the business and the people they lead.

Freddie Alves

TheBusiness

of Inclusion

Freddie Alves

Do differences Do differences reallyreally impact impact Performance and Growth?Performance and Growth?Do differences Do differences reallyreally impact impact Performance and Growth?Performance and Growth?

Let’s think about Capability

and Opportunity

TheBusiness

of Inclusion

Freddie Alves

The right Vision is limitedThe right Vision is limitedby the Capability to Deliver it by the Capability to Deliver it

The right Vision is limitedThe right Vision is limitedby the Capability to Deliver it by the Capability to Deliver it

What we can doWhat we can’t do

• Understand and capture every important new growth market• Continue to increase operational efficiency • Integrate new acquisitions, retaining top talent• Gain community support for new investments

FOREXAMPLECAN WE

TheBusiness

of Inclusion

Freddie Alves

The best Talent is limited by The best Talent is limited by the Opportunity to Contribute the Opportunity to Contribute The best Talent is limited by The best Talent is limited by

the Opportunity to Contribute the Opportunity to Contribute

• Feel treated in ways which they find respectful and motivating • Have their ideas for improvement taken seriously• Have a chance to give input before decisions are made • Get growth opportunities in line with their results

FOREXAMPLE

DOESEVERYONE


TheBusiness

of Inclusion

Freddie Alves

Differences can Create orDifferences can Create orConstrain our CapabilitiesConstrain our CapabilitiesDifferences can Create orDifferences can Create orConstrain our CapabilitiesConstrain our Capabilities

Depending onDepending onwhether we arewhether we are

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TheBusiness

of Inclusion

Freddie Alves

So much for the Concept...So much for the Concept...So much for the Concept...So much for the Concept...

How about How about specific examples?specific examples?

How about How about specific examples?specific examples?

TheBusiness

of Inclusion

Freddie Alves

Differences hurting PerformanceDifferences hurting Performance

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• Diverse teams where conflict prevents them from meeting expectations • Stereotypes preventing the recognition of the complete pool of future leaders• Not recognizing the opportunities created by diverse customer needs • One size fits all work practices leading to attrition of top talent• Cultural insensitivity creates inability to operate successfully in new locations• An insular view preventing us capitalizing on ideas from the outside• Barriers to learning and improvement across functions and geographies• Failure to optimize acquisitions and retain key people• Strategic planning inaccurate, lacking diversity of experience


EXAMPLES

BOUNDARY

TheBusiness

of Inclusion

Freddie Alves

Differences helping PerformanceDifferences helping PerformanceDifferences helping PerformanceDifferences helping Performance

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Using cultural knowledge to preferentially capture new customer segments Leveraging knowledge of role preferences to improve team performance

Using inputs from all levels to create better operational solutions Seeking challenging peer reviews to validate our concepts and perspectives

Using global “focus groups” to validate new business concepts and languageSupporting differing work arrangements to encourage sustained performance

Understanding host community norms, helping effective partnershipsImproving decision making by tapping different approaches of team members

Maintaining diverse external connections to generate a broad world view


EXAMPLES

BOUNDARY

TheBusiness

of Inclusion

Freddie Alves

Inclusive Leaders Inclusive Leaders can move the boundary can move the boundary

Inclusive Leaders Inclusive Leaders can move the boundary can move the boundary

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TheBusiness

of Inclusion

Freddie Alves

And the impact they have…...And the impact they have…...And the impact they have…...And the impact they have…...

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Is to create greater capability to Is to create greater capability to grow and perform.grow and perform.

Is to create greater capability to Is to create greater capability to grow and perform.grow and perform.

BOUNDARY

TheBusiness

of Inclusion

Freddie Alves

How can a Leader Drive How can a Leader Drive Progress in this area?Progress in this area?How can a Leader Drive How can a Leader Drive Progress in this area?Progress in this area?

• By treating this as a strategic business issue.• By recognizing that some aspects of this issue will be

unfamiliar and that learning will be required.• By investing in a credible assessment of the

opportunities and challenges specific to their unit. • By using familiar management tools to highlight

what’s important and then acting.• By holding people accountable for change and also

investing to build their capabilities• By recognizing that many issues are addressed

through changing behaviors, not processes and policies. Role model behavior is key.

TheBusiness

of Inclusion

Freddie Alves

Using Differences relevant to Using Differences relevant to Task to build CapabilityTask to build CapabilityUsing Differences relevant to Using Differences relevant to Task to build CapabilityTask to build Capability

• In almost every business situation, having a team with members who are different from one another in particular ways will make it more likely that the mission can be accomplished.

• The differences most relevant to the mission are a unique aspect of the kind of team a leader is accountable for.

• The differences most relevant to an R&D unit will almost certainly be different from those for a call center, a manufacturing site or an IS support function.

• Having identified the differences most needed, the leader needs a strategy to source, use and sustain themwithin their unit.

TheBusiness

of Inclusion

Freddie Alves

What could a leader work on What could a leader work on with their team? with their team? What could a leader work on What could a leader work on with their team? with their team?

• Review team’s mission and success factors• Identify differences linked to success• Map the impact on performance and the

task relevance of specific differences.• Highlight opportunities and challenges

around diversity and inclusion.• Make changes, including those

involving behaviours.

1

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TheBusiness

of Inclusion

Freddie Alves

Let’s Look at an ExampleLet’s Look at an ExampleLet’s Look at an ExampleLet’s Look at an Example

• Imagine a hypothetical R&D team assessing this issue.

• What might the process look like?

• Remember - This is purely hypothetical and simplified. It’s the approach that counts, NOT the specific factors or relationships used.

TheBusiness

of Inclusion

Freddie Alves

Define the unit’s MissionDefine the unit’s MissionDefine the unit’s MissionDefine the unit’s Mission

To create a new family of materials that complement the products

in other ‘growth platforms’.

Understanding of existing products

LeveragingExternal Ideas

OptimizedTeam Processes

Team Motivationand Commitment

Multiple Approachesto delivering a

Solution*

* Creative ideas, Different Perspectives, Experimental Techniques

1 and Success Factorsand Success Factorsand Success Factorsand Success Factors

TheBusiness

of Inclusion

Freddie Alves

Relate Success FactorsRelate Success FactorsRelate Success FactorsRelate Success Factors

Understanding of existing products

LeveragingExternal Ideas

OptimizedTeam Processes

Team Motivationand Commitment

Multiple Approachesto delivering a

Solution*

Team RolePreferences

ExternalConnections

Thinking style

ProductKnowledge

NationalityJob

Family

ExperimentalMethods

Used

CompleteList

HH

LL

H H High relevance/impact

LL

HH

HH

HH

MM

MM

--

--

HH

HH

LL

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--

LL

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--

LL

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LL

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LL MM MM

MM

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--LL

LL

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M M Moderate relevance/impact L L Low relevance/impact - - No relevance/impact

2 To Team DifferencesTo Team DifferencesTo Team DifferencesTo Team Differences

TheBusiness

of Inclusion

Freddie Alves

Map out Impact on Performance Map out Impact on Performance Map out Impact on Performance Map out Impact on Performance

Positive

Neutral

Negative

Low Relevanceto Task

High Relevanceto Task

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3 and Task Relevance and Task Relevance and Task Relevance and Task Relevance

TheBusiness

of Inclusion

Freddie Alves

Accurate assessment of the Accurate assessment of the current impact of differencescurrent impact of differencesAccurate assessment of the Accurate assessment of the current impact of differencescurrent impact of differences• Many teams may find this the most challenging part of the process. • A form of cultural ‘audit’ is required to assess the impact of

differences. Depending on the approach, this can provide a tremendous opportunity to create dialogue among leaders and employees. Skilled help may be needed at this point.

• A unit or site Diversity team could play a key role in the ‘audit’.• Data / Perspective sources could include:

• Employee survey data and follow up focus groups• 360 feedback data• Employee networks and employee representatives• Customer and peer feedback• Team building and performance improvement workshops• Unit leadership team, function / job family networks

TheBusiness

of Inclusion

Freddie Alves

What might this team want What might this team want the map to look like?the map to look like?

What might this team want What might this team want the map to look like?the map to look like?

Positive

Neutral

Negative



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Gender

PhysicalAbility

Work Preferences

Race

Language

Age Nationality

Jobfamily

Education Thinking style

AcademicFocus

ExperimentalMethods

UsedProductKnowledge

ExternalConnections

PastExperience


At worst, those differencesthought to have low task relevance should have a neutral impact on performance.

Those differences thought to have high task relevance should be managed in a way that they have a positive impacton performance.

3

TheBusiness

of Inclusion

Freddie Alves

But..what might the team But..what might the team see as the real situation?see as the real situation?But..what might the team But..what might the team see as the real situation?see as the real situation?

Positive

Neutral

Negative



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Thinking style

ProductKnowledge

AgeNationality

Jobfamily


Education

Gender

PhysicalAbility

Work Preferences

AcademicFocus

ExperimentalMethods

Used

Race

Language

PastExperience

ExternalConnections

3

TheBusiness

of Inclusion

Freddie Alves

Highlighting opportunities and Highlighting opportunities and challenges around Differenceschallenges around DifferencesHighlighting opportunities and Highlighting opportunities and challenges around Differenceschallenges around Differences

Positive

Neutral

Negative



Thinking style


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AgeNationality

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Age Nationality

Jobfamily

Thinking style


Three low-relevance differences among the team are negatively impacting performance - they are currently creating barriers to team member contribution.

Three higher relevance differences are not having the expected positive impact - they are currently limiting the units capability to deliver on it’s Mission.

ProductKnowledge

ProductKnowledge

4

TheBusiness

of Inclusion

Freddie Alves

Planning for ImprovementPlanning for ImprovementPlanning for ImprovementPlanning for Improvement• In this case, the performance of the unit can be enhanced

by acting on the two types of difference issues identified:• Barriers to Personal / Team Performance• Missing / Untapped Team Capabilities

• The leader can now work with the team using familiar elements of change management:• Create the desire / rationale for change• Build people’s awareness and capability• Create expectations and measures • Role model inclusive behaviours and hold other

people accountable for behaving in similar ways

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TheBusiness

of Inclusion

Freddie Alves

Inclusive Leaders Inclusive Leaders cancan move the boundary move the boundary

Inclusive Leaders Inclusive Leaders cancan move the boundary move the boundary

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BOUNDARY

And create greater capability And create greater capability to grow and perform.to grow and perform.

And create greater capability And create greater capability to grow and perform.to grow and perform.

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Download - Value Proposition for Inclusive Leadership

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